STRUCTURE AND MODE OF RESOURCE MOBILIZASTION IN A UNIVERSITY – MODEL FOR SUCCESS

1. STRUCTURE AND MODE OF RESOURCE MOBILIZASTION IN A UNIVERSITY – MODEL FOR SUCCESS PAPER PRESENTED BY MR. AYORINDE OGUNRUKU FORMER REGISTRAR OBAFEMI AWOLOWO UNIVERSITY, ILE-IFE AT THE IGR SUMMIT OF EKITI STATE UNIVERSITY, ADO EKITI ON TUESDAY, JANUARY 26, 2016

2. PROTOCOLS • DVC(ADMIN) • REGISTRAR – • Mr. E. A. OGUNYEMI • UNIVERSITY LIBRARIAN • BURSAR • Deans, Directors, HODS • The Vice Chancellor • DVC (ACAD) Professor V.O. Adeoluwa Professor Oye Bandele Professor (Mrs.) IbiyinkaOgunlade

3. INTRODUCTION • Universities world over encumber challenges of funding their concomitant demands • No government nor proprietor fully funds all that their Universities’ need • Universities consequently devise methods of shoring up their funds through other legitimate sources • Cultivation of the Alumni and philanthropists is a global trend

4. MAJOR THRUSTS OF DISCUSS • Defining key concepts • University as Institutions with history • Why Resource mobilization • Challenges of funding Universities • Sources of funding • Resource mobilization in Universities • Strategies for Resource Mobilization • Structures that facilitate RM • Conclusion

5. DEFINING KEY CONCEPTS 5 Key Concepts • Resource • Mobilization • University • Structure • Mode

6. DEFINING KEY CONCEPTS 1- Resource • “A source of supply, support, or aid, especially one that can be readily drawn upon when needed." (dictionary.com). • “The human (skills, knowledge and concepts) and goods like money, materials, information, energy essential for attaining the objectives of an organization or individual." • The inputs that are used in the activities of an organization such as natural, physical, financial, human, and social resources. • In-kind resources such as the provision of office space, seconded staff, or partner participation at board meetings are second level resources • Men, Money, Information, Materials, Energy or Skills.

7. DEFINING KEY CONCEPTS 2 - Mobilization • The act of assembling and organizing national resources to support national objectives in time of war or other emergencies. • the act of "increasing or bringing to full stage of development or marshalling and bringing together for action.“(dictionary.com)

8. DEFINING KEY CONCEPTS 3 – Resource Mobilization • The act of assembling and organizing resources to support and achieve an organization's objectives • The broad process of Non Profit Organizations (NPOs) finding money, friends, volunteers, donations-in-kind and establishing income generating projects in the interests of their future financial self-sustainability. • “A distinct perspective for understanding social movements, emphasizing the critical role played by material resources. Earlier studies of social movements tended to view them as spontaneous or hysterical reaction to high levels of frustration. It stresses rationality and importance of adequate funding, leadership and organization.“ • Dictionary of Sociology

9. DEFINING KEY CONCEPTS 4 - Universities • Universities - “educational institutions for higher learning that typically include an undergraduate college and graduate schools in various disciplines.” • “organizations engaged in the advancement of knowledge; they teach, train and examine students in a variety of scholarly, scientific and professional fields. Intellectual pursuits define the highest prevailing levels of competence in these fields. The universities confer degrees and provide opportunities both for members of their teaching staff and for some of their students to do original research.” Ben-David, 1968

10. DEFINING KEY CONCEPTS 5 – Structure • The way in which the parts of an object or system are arranged or organized. (Cambridge Advanced Learners Dictionary). • "The arrangement of parts, elements, or constituents: a pyramidal structure). dictionary.com • “The structure of an organization contributes in several ways to the functioning of the organization. It not only allocates authority and responsibilities but also specifies those who direct the affairs of specific units and therefore responsible for anticipated results.” Adebayo (1999)

11. DEFINING KEY CONCEPTS 6 – Mode • The type or form of something or a designated condition or status, as for performing a task.

12. THUS • The structure and the mode of a Resource Mobilization Unit is significant for the actualization of the mandate of such a unit for the overall corporate objective of the institution that sets it up.

13. UNIVERSITIES IN BEGINNING • Medieval period - Paris, Bologna and Oxford - guilds training students in medicine, law and theology - institutions not localized - establishment by Papal Bulls • 16th century - Different patterns of administration began to emerge - Distinctive features of admin – Bologna (student Ctrd.); Paris (faculty ctrd.); OxBridge (Faculty/Students)

14. UNIVERSITIES IN BEGINNING • 17/18th Century – Beginning of Community Univs.- Edinburgh - Beginning of Private Univs. - Harvard (1636), Yale (1701) and Columbia (1754) • Thereafter - Beginning of State Universities as in the emerging states in USA

15. UNIVERSITIES IN NIGERIA • First Generation Universities Ibadan (1948); UNN (1960); ABU, OAU, UNILAG (1962); Benin (1970) • The seven sisters – 1975 Ilorin, Maiduguri, Jos, Sokoto, BUK, Uniport, Unical. • 1980s Phenomenon - Specialized Univs of Tech, Agric, and State Univs. • Late 90’s – Private Univs.

16. UNIVERSITY IN NIGERIA State Universities • The 1979 Constitution placed education on the concurrent legislative list • The first State University RSUST was established in 1980 • Other State Universities came on stream in the 1980s & thereafter • EKSU (In its original conception as OAU Ado-Ekiti) was established in 1981 and has metamorphosized to the current status Private Universities • The promulgation of Decree 9 of 1993 made provision for the establishment of private universities in Nigeria

17. DEMOGRAPHICS OF TEIs IN NIGERIA

19. WHY RESOURCE MOBILISATION? • Poor or inadequate funding of the institutions/Paradox of plenty • Inadequate number of qualified academic staff • Poor quality of the supporting staff • Question on the relevance of the curriculum thus leading to poor quality of products • Inadequate access for the teeming population of secondary school graduates • Inadequate technology to drive the vision of the institutions in the context of 21st century realities • Poor municipal infrastructure

20. WHY RESOURCE MOBILISATION? • “The depressed quality of education in Nigeria has been explained in part by the inadequate funding of the system. All stakeholders in education including parents, students, teachers, development partners, have listed funding inadequacy as a problem………. The argument of inadequate funding cannot be faulted. However, the political will to be convinced by the argument has been weak. The lack of conviction derives from the notion that one cannot adequately fund education. Indeed no country in the world is able to adequately fund education. The effort being made is to keep narrowing the gap between what is required for adequate funding and current level of funding……” (Okebukola 2008)

21. PATTERN OF FUNDING OF THE FEDERALLY OWNED UNIVERSITIES IN NIGERIA 2005-2010 Statistics obtained from the NUC, March 2012

22. FUNDING TE • General acceptability of the fact the education is social service • Commitment to funding primary education vs TE as an elitist & minority interest • Knowledge as important international trade commodity eliciting a paradigm shift

23. CHALLENGES OF FUNDING UNIVERSITIES • Rapid increase in demand • Commitment of Government to providing access • Increase in University students enrolment from 104 in 1948 to 1395 in 1960; 172,000 in 1988; 448,00 in 2000 and above 850,000 today (Okojie 2010) • Challenge of funding cutting edge research • Challenge of getting enough resources to fund massification thus the concern of mobilization • Stipulation of not less than 10% mobilized from IGR in Federal Univs.

24. FUNDING OF STATE UNIVERSITIES • Subvention to State Universities from allocation to education • Deduction from LG allocation (Osun State University model) • Tuition & Other Fees • IGR

25. SITUATION IN OTHER NATIONS • UK – UGC to HEFCE • India – IUGC • Nigeria – NUC, NBTE & NCCE • Govt funding usually a %age of need

26. SOURCES OF FUNDING • Government/Proprietor subvention • Alumni support • Research Funds • Fees, charges & levies • Endowments • Consultancy Services through capacity building outfits, advisory & technical services and management development services • SMEs – Ventures etc.

27. OXFORD UNIVERSITY EXAMPLE • Total Income for 2010 - 919.6 million BP • External research funding - 376.9 BP • 22% of the funds was from HEFCE • 16% was from the students’ academic fees • 21% was from other sources including trading and investments.

28. UNIVERSITY OF EDINBURGH • Fundraising teams engage alumni, friends, companies and trusts in order to advance • The global ambitions of the University is to raise funds - for the Principal’s Bursary Fund and the Edinburgh Fund - through a student telephone campaign. • The Edinburgh Campaign raised £350 million for the University; its impact is described in 12 stories of research, investment and change.

29. IIT BOMBAY MODEL • IIT Bombay Heritage Foundation ("Foundation") - a non-profit organization to IIT, Bombay ... the students, faculty, employees and alumni. • The Foundation received its status as a tax-exempt organization from the IRS on July 5, 1996. • The IIT Bombay Alumni Association are dedicated toward strengthening the links between IIT Bombay and its alumni all across the world. • Aims and Objectives of the IIT Bombay Heritage Foundation is a non-profit public benefit corporation is organized for charitable purposes to fund and promote education and research among students of the Indian Institute of Technology, Bombay. • "The specific purposes ... are to fund and promote education and research among students of the Indian Institute of Technology, Bombay. The organization will achieve its goals by providing financial and other resources towards the Indian Institute of Technology, Bombay" … • We share the vision of Dr. Sukhatme, Director of IIT Bombay, as expressed at the Chicago summit meeting in September 1999 - "I dream of an IIT which never forgets that it has a tryst with excellence". IIT Bombay alumni can help maintain their alma mater’s "Tryst with Excellence", by donating funds, by contributing company or personal resources to enhance IIT Bombay's research and teaching capabilities, or by volunteering for alumni networking activities. Instructions for donating cash or securities to the IIT Bombay Heritage Foundation are available on the “Giving to IIT” website. 

30. ISRAELI UNIVERSITIES’ MODEL • Government gives about 54% subvention to Universities • Utilization of Advancement Boards • Cultivation of the Israeli in the diaspora • Benefactors have their names in plaque on a memorial statue in front of the University or on buildings donated

31. COMPARATIVE STATISTICS OF UNIVERSITIES WITH THE LARGEST ENDOWMENTS IN THE UK & USA IN 2005 United Kingdom. USA • University.Million £University Million £ • 1- Cambridge 3,200 Harvard 13, 400 • 2. Oxford. 2,800. Yale. 8, 000 • 3. Edinburg 180. Stanford. 6, 400 • 4. Manchester 120. Texas. 6, 100 • 5. Glasgow. 120. Princeton 5, 900 • 6. Liverpool. 110 MIT. 3, 500 • 7. KCL. 103. California 2, 700 • 8. UCL. 90 Columbia. 2, 700 • 9. Reading. 87. Texas A&M. 2, 600 • 10. Birmingham. 68. Michigan. 2, 600 Current Xchange Rate – 1BP = #407 & $1 =#297 as @ 20/01/2016

32. NIGERIAN UNIVERSITIES & FUND RAISING • Influence of International donors – Carnegie & Ford Foundations, MacArthur Foundation. • Bill and Melinda Gates foundation, Bellagio in Italy • Establishment of Advancement/Development/ Alumni Offices • Capital campaigns for funds by NUs – UI, ABU, UNN, OAU, BUK, FUTA, JOS • University of Ibadan for example was only able to generate N22m from endowments and grants between 1988 and 1994 (6 years). • Obafemi Awolowo University (OAU) generated only N0.47m in 1987 during her 25th Anniversary Ceremony. In 1992, OAU generated only N5m. In 2002, OAU made N25m. • None of these funds was up to one month’s staff salaries

33. MOBILISATION OF RESOURCES FOR UNIVERSITIES • The process of mobilizing resources begins with the formulation of a resource mobilization strategy, which may include separate strategies for mobilizing financial and in-kind resources. • Carrying out a financial resource mobilization strategy includes the following steps: - identifying potential sources of funds, - actively soliciting pledges, - following up on pledges to obtain funds, - depositing these funds, and - recording the transactions and any restrictions on their use. (John D. McCarthy et al 2010)

34. LIMITATION CLAUSES TO RESOURCE MOBILIZATION • Request to donors to contribute a minimum amount per year in order to have a seat on the institution’s governing body; • Specification of certain conditions under which funds can be accepted from donor agencies; • Opening of separate accounts for different expected uses of funds; • Identification of an upper limit of maximum funds above which the organization will not accept donations; and • Specification of modalities for specific utilization of the funds received.

35. EXAMPLE FROM THE UNIVERSITE DE GENEVE • utilization of a good communication and branding mode • identification of and contacts with sources of support such as grant giving organizations, corporations and individuals • the need for ethical issues in resource mobilization • institution of transparency in engagement with donors and utilization of funds • ascertaining a good knowledge of the environment to facilitate an understanding of its impact on fund raising • institution of a vision and mission that can drive a resource plan that matches strategic directions • research into potential sources of support for resource mobilization

36. GOOD COMMUNICATION AND BRANDING MODE • Identify the target audience, develop the messages to communicate, select & use appropriate communication channels. • Good corporate branding that will address the gap between current perception of the University and the ideal being nurtured • Deft interaction over time to elicit commitment • Personal interaction with a prospective donor through – short write ups

37. CONTACTS WITH SOURCES OF SUPPORT • 3 major strata of donation for fund raising. - Grant giving organizations - usually NGOs & some not-for-profit organizations, - corporate organizations which are incorporated for profit, and - individual philanthropists – some who want to contribute to society & others who want to take advantage of tax rebates such donations offer them • Individuals are often more beneficial than corporations or agencies

38. ETHICS IN RESOURCE MOBILIZATION • Many organizations run foul of public opinion when the issues of ethics are not duly considered in resource mobilization • Resource mobilization policy should be based upon institutional core values that will ensure good public image and reputation • Institutions should be branded in glorious light that will attract & commit donors • Corporate image should be based on integrity and transparency as well as moral values

39. TRANSPARENCY IN ENGAGEMENT WITH DONORS • Donors and Grants organizations do business with those who have or can demonstrate integrity, accountability and transparency in the utilization of funds • International donor agencies (Rockefeller Foundations, Ford Foundations and Carnegie Corporations) always ensures compliance with the objective and purpose for which their grants are made • Deviation from the policy guidelines usually earns appropriate sanctions including total withdrawal of such grants

40. KNOWLEDGE OF THE ENVIRONMENT For good RM, there is the need for the audit of the mission, purpose and financial needs in juxtaposition to the external environment in order to achieve success Effective mapping and understanding of the socio-political and economic environment enhances resource mobilization A good understanding of the market forces at play as well as the competitions that are rife facilitates institutional RM success. Poor political judgment gets institutions submerged in the court of public opinion or political blackmail. “the man that wanders out of the way of understanding shall remain in the congregation of the dead.” (Proverbs 21:16).

41. VISION AND MISSION DRIVES A RESOURCE PLAN THAT MATCHES STRATEGIC DIRECTIONS • SP facilitates understanding of an organization’s location relative to its intended future & the road map to the glorious future it plans for itself • SP provides space for proper articulation of vision and mission • Vision & mission provides platform for effective performance measurement & evaluation by internal and external stakeholders • Donors are always interested in an institution’s SP to guide in RM intervention Driving resource mobilization in any organization requires vision and a sense of mission coupled with passion

42. GOOD RESEARCH FACILITATES RM • Where the needs of an organization is properly linked with the potential sources of funds, effective RM is achieved • Donors have peculiarities that determine their responses to cultivations by organizations • Establishment of appropriate data base is useful in reaching individuals and organizations that are potential donors or actual collaborators

43. INTERNATIONALIZATION & RESOURCE MOBILIZATION HOST REGIONS AND DESTINATIONS OF U.S. STUDENTS STUDYING ABROAD, 2009/10 - 2010/11

44. The workings of a fund raising unit in any organization cannot assume that funds will naturally come once contacts have been made. Rather such engagements calls for professionalism which will engage all the various issues as well as the stakeholders in rationally professional ways.

45. STRATEGIES FOR RESOURCE MOBILISATION Modalities • Fund raising dinners • Nights of recognitions • Collaboration with the alma mater in organizing capital campaigns • Relationship between the university and the students • Partnership with the corporate world (CSR) • Entrepreneurial capacities of the alumni and the institutions – capacity of the alumni to ingenuously mobilize funds for their association determines the level of funds raised

46. STRATEGIES FOR RESOURCE MOBILISATION • Effective creation of a viable alumni data base • The structure of the alumni for effective mobilization, and • A properly coordinated effort by the universities through their Advancement, Development and Alumni Relations Offices

47. UNIVERSITY/ ALUMNI RELATIONSHIP • The future is built on the foundation of the present - today’s student is tomorrow’s alumnus/alumnae – “Eyin ni ndi akuko” • Avoid any situation that will create indelible unsalutory experiences in the minds of the students as they engage them while on the campus • Make them, while on campus, to develop a mind set for contributing to the development of their alma mater – OAU “ni igba tiwa”

48. PARTNERSHIP WITH THE CORPORATE WORLD • A need/impact assessment of the contribution of universities to the manpower need of the society is a veritable way to commit the business community • Challenge of relevance confronting Univs. is the apparent disconnect between the products of university education and the world of work • Poor quality of alumni closes doors to corporate assistance from organizations that engage such

49. ENTREPRENEURIAL CAPACITIES OF THE ALUMNI AND THE INSTITUTIONS • Alumni associations begin as socializing organizations • Commitment and creation of awareness galvanizes into contribution to institutional development • Appeals to alumni emotion generates collaboration with alma mater for capital campaigns and fund raising • Ingenuity of alumni & alma mater creates great platform for resource mobilization • Challenge of accountability if not monitored

50. EFFECTIVE CREATION OF A VIABLE ALUMNI DATA BASE • Creation of correct data for graduands of the institution is foundation • Data bases are better created by the institution and through effective monitoring of the out of school engagements of the graduates • Adverts for collation of alumni data base is archaic and repugnant to many and should be avoided • Create fora for continued engagement with the alum through newsletters updating them with goings-on in their alma mater e.g. GIMI, Israel & others